Director, Talent Management

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The pay range for this position is $124,300 - $180,000 based on direct and relevant experience.

This position is fully remote.

RAYUS Radiology is looking for a Director, Talent Management to join our team. We are challenging the status quo by shining light on radiology and making it a critical first step in diagnosis and proper treatment. Come join us and shine brighter together! The Director, Talent Management is the architect and owner of a newly established, integrated, enterprise-wide talent system at RAYUS that connects performance, development, rewards, and succession into one consistent operating rhythm. This role is foundational in nature and will build Talent Management practices from the ground up, establishing first-generation frameworks, governance, and operating rhythms where limited or inconsistent practices previously existed.

This highly strategic role requires the ability to operate effectively in ambiguity, design structure while executing, and sequence work across multi-year maturity phases. The Director must see across HR disciplines, influence leaders at all levels, and drive cross-functional alignment and adoption across an organization with a history of decentralized and varied talent practices. Success will be measured by the creation of simple, modern, tech-enabled talent experiences that are consistently used by leaders, deepen engagement, strengthen leadership capability, improve performance outcomes, and enable stronger, more predictable pipelines for critical roles. 

ESSENTIAL DUTIES AND RESPONSIBILITIES

(60%) Strategic Development & Architecture of Enterprise Talent Management

Foundational Talent Architecture & Maturity Build

1. Assess current-state talent practices, tools, and organizational readiness; define a clear future-state vision and multi-year maturity roadmap
2. Build enterprise Talent Management practices from zero, establishing first-generation frameworks for performance management, development, succession, and high-potential identification
3. Define decision principles, standards, and governance to balance enterprise consistency with appropriate business flexibility
4. Sequence and prioritize initiatives based on organizational readiness, leader capability, and change capacity

1. Design and implement a new annual enterprise talent rhythm connecting performance, development, rewards, and succession into one consistent operating model
2. Lead enterprise goal setting, quarterly check-ins, mid-year and year-end evaluations, and calibration processes
3. Standardize performance management practices, including documentation, timelines, service-level expectations, and quality controls
4. Establish baseline measures for adoption, cycle quality, and leader effectiveness; drive year-over-year improvements in completion, quality, and cycle efficiency

1. Partner with Compensation to design and implement pay-for-performance frameworks supported by analytics, distribution guidance, and leader enablement
2. Lead annual succession planning for Director+ roles, including talent profiles, readiness assessments, risk identification, and targeted development plans
3. Design enterprise talent assessment approaches for high-potential team members, with measurable development progress and outcomes
4. Develop career mapping and pathways, including technical and professional tracks, to strengthen internal pipelines and reduce reliance on external recruiting

1. Translate talent strategy into intuitive, scalable processes that leaders and team members value -- not heavy, compliance‑driven programs
2. Partner with HRIS and technology teams to design digital talent experiences within the organization's HCM platform (e.g., Workday, Cornerstone), including workflows, dashboards, and reporting
3. Embed all Talent Management practices through leader training, communications, change management, and ongoing enablement
4. Reduce rework, manual exceptions, and escalations through thoughtful design, governance, and system enablement
5. Strengthen leader capability to own performance conversations, development planning, and talent decisions

1. Provide strong leadership to the Talent Management team, remaining approachable, objective, and outcomes‑focused
2. Lead hiring, onboarding, ongoing training, performance management, and development of direct reports
3. Facilitate regular team meetings and one‑on‑one (1:1) meetings; ensure direct report leaders do the same
4. Set clear priorities, ensure on‑time delivery of milestones, and follow appropriate escalation paths
5. Foster a culture of collaboration, accountability, continuous learning, and operational excellence